Research Proposal

Business Research Proposal – Week 05 1
Business Research Proposal
Dante Dionne II
University of Phoenix
RES: 342: Research and Evaluation II
Group GA01BSM09C
Jim Lott, MBA
August 27, 2002

Business Research Proposal: IC Broker, Inc.
AUGUST 27, 2002...........................................................................................................................1
Executive Summary.........................................................................................................2
The Problem.....................................................................................................................4
Research Purpose.............................................................................................................5
Needs Assessment............................................................................................................5
Background......................................................................................................................7
Methodology....................................................................................................................8
Research Questions..........................................................................................................8
Scope
........................................................................................................................................10
Methodology
........................................................................................................................................10
Possible Findings...........................................................................................................11
Hypothesis Testing.........................................................................................................13
Data Collection Study Design........................................................................................16
Data Collection Strategy................................................................................................17

Population, Sample, and Sampling Procedures.............................................................17
Reference
........................................................................................................................................19
Executive Summary
IC Broker, Inc. (ICBN) is a recently established internet
based electronic components trading company employing a small
group of geographically dispersed telesales agents, business
administration and engineering personnel.
Projected sales for year 2002 are upwards of $1.5 million
in positive revenues. Operating margins were initially
forecasted to be on the tight side through the second quarter of
2002 however the gap has been gradually expanding over the past
quarter as a result of un-realized sales opportunities and an
increase in operating overhead.
It has become evident that a study of the existing business
processes may be necessary to determine just were the
deficiencies lie and if a change in marketing efforts are
required to correct the deviations prior to the need to
implement cost cutting measures that may have a negative impact
on moral.
The Problem
This study will explore the relationship, which may exist,
between resource allocation and current sales margins. An
attempt will be made to determine the causation of insufficient
captured sales in order to meet operating overhead and 2002
sales projections. The area of examination will include basic
sales prospect handling, worker motivation theory, and a
blending of those theories in current situational or contingency
models concerning sales management.
This researcher's experience suggests that there is
understated resource and skills allocated to ensure sales
productivity. While not attempting to be the most comprehensive
study, this effort will focus on current theory in application
to the researcher's own organization (a small-sized electronics
component’s trading company). The study may also be useful to
people interested in these problems, who may be in other
businesses or service organizations.

Research Purpose
The proposed research will be utilized to implement
appropriate sales and marketing strategies to support management
projections.
Needs Assessment
In April, 2001 IC Broker, Inc. (ICBN) marketing division
administered a Needs Assessment Survey to all it’s partners and
staff in an attempt to fulfill corporate goal’s: "to identify,
assess, and prioritize marketing development needs as they
evolve and are impacted by internal and external factors, such
as growth of the electronic components industry, customer
requirements, advancements in information technology, and
changing expectations of partners, customers, and staff."
Much of the data collected was through a survey
questionnaire and was used in development of staff development
3-year plans.
The report clearly states that, “One hundred percent of all
permanent employees (10 individuals), both full- and part-time,
participated in the survey.” It goes on to state that not all
respondents answered all twenty-nine-survey questions.

Therefore, percentages cited were calculated based on the number
of partners and employees who responded to each item in
question, and not on the total number of partners and ICBN
employees.
It was perceived from the results that generally speaking,
partners and ICBN employees are satisfied with the current
opportunities generated through corporate marketing development.
This was determined by the eighty-seven percent of all
respondents indicating the importance level of ongoing marketing
programs that were either "important" or "very important" to
them. The need to keep up with changes in computer applications
and technology was the most frequently cited reason for this.
Additional justification cited by employees was “the need to
keep up with changes in industry procedures and rules, and the
need to enhance job performance and generally improve job-
related skills.”
Also mentioned frequently were training programs related to
customer service or public services (20%).
Benefits resulting from this survey were realized as a
result of the frequent requests for additional marketing in the

areas of customer service or public services (20%) stated in the
questionnaire.
On the job performance was stated to have “ notably
improved by forty-eight percent of all respondents, and 25% felt
that their performance has at least "somewhat improved," as a
result of the requested marketing efforts.”
Background
Electronic component sales in the online electronic market-
space has been having a profound and direct bearing on product
availability, lead times, and prices, for the world’s leading
semiconductor and component manufacturers, distributors, and
electronics manufacturing services (EMS) and supply chain
services providers using the latest available procurement
technologies.
According to Spencer Chin (2002), “Online procurement is a
growing trend among the large original equipment manufacturers
(OEMs).” In a study conducted by Forrester Research Inc. (2002),
“350 respondents surveyed shown that 72.2% of OEMs that purchase
more than $100 million a year in inventory used the Internet as
part of an request for proposal (RFP) process.”

Although as Gina Roos of the EE Times (2002) describes it,
“one of the biggest challenges in adopting the Internet as a
business tool is the availability of accurate, high-impact
information that is consistent and logical.”
According to A. Alonso (personal communication, July 18,
2002), "Improved response time is a critical need for our
customers, and using our next generation of Web-based tools our
customer’s gain the ability to efficiently find alternate
sources and position inventories.”
Methodology
The primary data to be gathered for this research will be
taken from the company database and aggregated with feedback
from focus group sessions.
Research Questions
There are several research questions, which must be
answered to fulfill the purpose of this research:
1. Are there appropriate staffing, resources, and capitol
investments to support the sales team in meeting corporate

agenda’s of capturing 3% of the market share by the end of
2002? Does the sample data taken from the 8 focus group
respondents provide evidence to conclude this (using
α =0.05)?
2. Is there an immediate need for a change of, or a
diversification of delivery channels? Does the sample data
taken from the company database provide evidence to
conclude this (using α =0.10)?
3. Is the current set of services and offerings sufficient to
meet established market share projections? Does the sample
data taken from the 8 focus group respondents provide
evidence to conclude this (using α =0.05)?
4. Have there been any recent significant changes in the
economy that require a re-evaluation of company direction?
Does the sample data taken from the company database
provide evidence to conclude this (using α =0.05)?
5. What is the overall customer satisfaction level with the
company? Does the sample data taken from the 8 focus group
respondents provide evidence to conclude this (using
α =0.01)?
Scope
The research will be conducted from August 2002 through
September 2002 at the Southern California Corporate Office in
Newport Beach, California. The sample will consist of data
mining against customer database from 3 sales employees
representing approximately 30% of the total company employment
in the state of California. This customer feedback data will be
selected at random from the company's customer services system.
Methodology
provided by sales associates. Furthermore, a sample of the
prospect population shall be taken and focus on a specific
geography shall be determined as well as the focus on the
alignment of resources available.
The first stage of the research program will be focused on
the causal relationships between the sales associates and the
customer relationship development. It will also try to identify
a core set of business services that are necessary for market

enhancing growth and the corporate structures that have been
more successful in providing them.
Focus studies within each theme will clarify the key issues
to be explored in region-based research. The links between the
sales methodologies, revenue growth and cost reduction will be
explored:
1. At a macro level - looking at processes and the
overall policy environment
2. At a corporate level - looking at the type of
component service providers that are best suited to
provide appropriate services.
3. At micro level - looking at patterns of demand and
supply for component services for small companies
and large enterprises.
Empirical studies in Southern California and South Florida
will then be undertaken in collaboration with corporate
resources in those regions.
Possible Findings
It is anticipated that the research evaluation will
determine that:
1. Staffing changes may be necessary at specific
locations and in strategic roles.
2. Multi-channel marketing efforts may need to be
assessed for possible growth sectors.
3. Existing services may require additional
enhancements or expansion.
4. Strategic marketing efforts may need to be stepped
up in specific demographic regions.
5. Increased strategic partnerships would enhance the
ability to provide a more turnkey solution that
could result in a significant improvement in market
penetration.
The intended outcome of the research program is the
provision of practical advice on sales policies and reforms
relevant to the needs of policymakers.
The research will provide policy advice on such issues as:
strengthening the efficiency and management of the domestic
sales methodologies; boosting domestic revenues; enhancing the
operational overhead; the provision of customer services to meet
the needs of our customer base. The main objective is to
increase understanding of the crucial relationship between the
parallel strategies of customer relationship development and

cost reduction and thereby improve the effectiveness of services
design and implementation.
Hypothesis Testing
We have conducted focus groups, as we knew little about how
our services were perceived by consumers. We wanted to
understand why our consumers behaved in certain ways. Knowing
what issues were most important to our customers helped us to
define topics and develop questions for subsequent survey
research.
We found that survey research had its limitations on the
number and type of questions asked. Our focus-group queries were
open-ended and interactive, so that an almost unlimited number
of variables could be explored. Because of its open and
exploratory nature, our focus-group research also stimulated the
discussion about ideas not anticipated, as well as topics not
included in the discussion guide used by our moderator.
Our findings yielded much more than a series of hypotheses
on the subject matter, we were not only able to explore our
customers’ perceptions toward the company, service, and what

minor service modifications were needed using a quantitative
methodology (e.g., Email intercepts, mailings, website,
telephone, etc.). Additionally, we used survey research to probe
one or two topics from the focus groups that needed further
analysis. The results of which will be used to track results
over time, to test new product, concept, and advertising plans,
as well as used to measure how well our company stacks up
(satisfaction) against competitors.
Because the focus-group discussions helped to define the
most important issues, and because our respondent sample defined
those issues in their own vernacular, the actual dialogue became
a useful tool in questionnaire design and revealed topics that
should be probed further.
The focus group consisted of 8 respondents and an account
manager as the moderator. Each session lasted from 10 to 35
minutes. The moderator created a relaxed, open, accepting
atmosphere so that the participants felt free to express their
thoughts and feelings honestly.
Respondents were initially given a list of questions
several days before the primary discussion. We found that the

“sensitized” respondents typically provided greater depth of
information and more insight than un-sensitized focus groups.
The three major motivational research techniques utilized
were observation, focus groups, and depth interviews.
The research data will be subsequently reviewed for any
systematic patterns of response. Identifying any logical
inconsistencies or apparent contradictions. Direct responses
will be compared against projective responses.
The data analysis will begin with the cultural dimension.
Cultural values and influences is the context that must be
understood before the behavior of individuals within the context
can be understood. We believe our service has cultural values
and rules that influence its perception and its usage.
Once the cultural context is reasonably understood, the
next analytic step engaged would be the exploration of the
unique motivations that relate to our service category.
Answering the question, just what psychological needs does our
service fulfill?
Lastly, the major dimension that must be understood is the
business environment, including trends in the marketplace,

relative market shares, the role of advertising in the category,
brand perceptions and images, and competitive forces. We only
anticipate part of this business environment knowledge to be
derived directly from the respondent, however our understanding
of the business context is crucial to contrive the correct
interpretation of our customers motives leading us to
quantifiable results. We feel that understanding the consumer’s
motives is of little value unless somehow that knowledge can be
translated into actionable advertising and marketing
recommendations.
Data Collection Study Design
Strategic sales planning is a fundamental counterpart of
the IC Broker, Inc. overall organizational marketing plan. The
IC Broker, Inc. sales planning involves observation, judgment
and experience. This scheduled planning will be conducted on an
annual basis. It is absolutely crucial to avoid using an
identical sales strategy plan from year-to-year.
As the objectives in the strategic sales plan change, the
marketing plan objectives will likewise change. Furthermore,
technological advancements and the ongoing mass audience
fragmentation will increase the challenges in our reaching our
prime customers. The analysis staff will work with the IC

Broker, Inc. sales agents in defining: (1) The marketing
challenge, (2) sales objectives by analyzing marketing
objectives, creative strategy, market research, sales promotion
strategies, competitive activities and sales data, and (3)
advertising strategies by reviewing target audience, geographic
trading areas, media selection, scheduling/frequency and
budgeting.
Data Collection Strategy
provided by sales associates. Furthermore, a sample of the
prospect population shall be taken and focus on a specific
geography shall be determined as well as the focus on the
alignment of resources available.
Population, Sample, and Sampling Procedures
The research will be conducted from August 2002 through
September 2002 at the Southern California Corporate Office in
Newport Beach, California. The sample will consist of data
mining against customer database from 3 sales employees
representing approximately 30% of the total company employment

in the state of California. This customer feedback data will be
selected at random from the company's customer services system.
The focus group questionnaire is expected to provide
qualified customer responses to the following three important
questions:
1. What do you find are the most important aspects
about your company’s utilization of the IC
Broker, Inc. website services?
2. What important aspects do you see requires
significant improvement on the IC Broker, Inc.
website?
3. What specific suggestions can you provide for the
improvements to be made, so as to increase the
functionality and quality of the IC Broker, Inc.
services to valued customers like yourself?

Reference
Pelosi, M., Sandifer, T., Sekaran, U. (2001). Research and
evaluation for business. New York: Wiley.
Maureen J., Puffer-Rothenberg. (1997) Odum Library Staff
Development Committee Needs Assessment Survey - 1997.
Retrieved July 29, 2002 from Voldosta State University
database. http://books.valdosta.edu
Chin, S. (2002) Web auctions on rise but so are concerns.
Retrieved July 22, 2002 from Electronic Business News
database. www.ebnews.com
Roos, G. (2002). Distributors advance Web-based tools.
Retrieved July 22, 2002 from Electronics Engineering Times
database. www.eetimes.com

Research Proposal

Încărcat de

Informații document

Descriere originală:

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

Research Proposal

Încărcat de

Drepturi de autor:

Formate disponibile

Business Research Proposal – Week 05 1

Business Research Proposal

RES: 342: Research and Evaluation II

Jim Lott, MBA

August 27, 2002

Business Research Proposal: IC Broker, Inc.

AUGUST 27, 2002...........................................................................................................................1

Data Collection Strategy................................................................................................17

IC Broker, Inc. (ICBN) is a recently established internet

based electronic components trading company employing a small

group of geographically dispersed telesales agents, business

administration and engineering personnel.

Projected sales for year 2002 are upwards of $1.5 million

in positive revenues. Operating margins were initially

forecasted to be on the tight side through the second quarter of

quarter as a result of un-realized sales opportunities and an

increase in operating overhead.

It has become evident that a study of the existing business

processes may be necessary to determine just were the

deficiencies lie and if a change in marketing efforts are

required to correct the deviations prior to the need to

implement cost cutting measures that may have a negative impact

This study will explore the relationship, which may exist,

between resource allocation and current sales margins. An

attempt will be made to determine the causation of insufficient

captured sales in order to meet operating overhead and 2002

sales projections. The area of examination will include basic

sales prospect handling, worker motivation theory, and a

blending of those theories in current situational or contingency

models concerning sales management.

This researcher's experience suggests that there is

understated resource and skills allocated to ensure sales

productivity. While not attempting to be the most comprehensive

study, this effort will focus on current theory in application

to the researcher's own organization (a small-sized electronics

component’s trading company). The study may also be useful to

people interested in these problems, who may be in other

businesses or service organizations.

The proposed research will be utilized to implement

appropriate sales and marketing strategies to support management

In April, 2001 IC Broker, Inc. (ICBN) marketing division

administered a Needs Assessment Survey to all it’s partners and

staff in an attempt to fulfill corporate goal’s: "to identify,

assess, and prioritize marketing development needs as they

evolve and are impacted by internal and external factors, such

as growth of the electronic components industry, customer

requirements, advancements in information technology, and

changing expectations of partners, customers, and staff."

Much of the data collected was through a survey

questionnaire and was used in development of staff development

The report clearly states that, “One hundred percent of all

permanent employees (10 individuals), both full- and part-time,

participated in the survey.” It goes on to state that not all

respondents answered all twenty-nine-survey questions.

Therefore, percentages cited were calculated based on the number

of partners and employees who responded to each item in

question, and not on the total number of partners and ICBN

It was perceived from the results that generally speaking,

partners and ICBN employees are satisfied with the current

opportunities generated through corporate marketing development.

This was determined by the eighty-seven percent of all

respondents indicating the importance level of ongoing marketing

programs that were either "important" or "very important" to